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Tehseen, Shehnaz, and Sulaiman Sajilan. "Network competence based on resource-based view and resource dependence theory." International Journal of Trade and Global Markets 9, no. 1 (2016): 60. http://dx.doi.org/10.1504/ijtgm.2016.074138.
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Lockett, Andy, and Steve Thompson. "The resource-based view and economics." Journal of Management 27, no. 6 (December 2001): 723–54. http://dx.doi.org/10.1177/014920630102700608.
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This paper analyzes the link between economics and the resource-based view (RBV) of the firm. Although, historically there has been a strong link between the disciplines of strategy and economics, explicit citations of key RBV works has been disappointingly low in mainstream economics journals. However, there are substantial bodies of works that build implicitly on the ideas of the RBV, in particular the consequences of path dependency on firm behavior, to explain a number of different economic issues. The issues we review in the paper are all influenced by path dependency and include: (1) diversification and market entry, (2) corporate refocusing, and market exit, (3) explaining innovative activity among firms, (4) diversification and performance and (5) industry evolution with rapidly changing products. Furthermore, we identify a number of reasons that may have limited the explicit use of the RBV in economics, which include the problems of causal ambiguity, tautology and firm heterogeneity. Finally, potential areas for future research are identified, which include the interaction of the RBV and Agency Theory, the RBV as a dynamic theory, using the RBV to explain radical change and the application of the RBV to issues of antitrust.
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Elya Dasuki, Rima. "Manajemen Strategi : Kajian Teori Resource Based View." Coopetition : Jurnal Ilmiah Manajemen 12, no. 3 (November 1, 2021): 447–54. http://dx.doi.org/10.32670/coopetition.v12i3.710.
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This paper aims to analyze the framework of the Resource-Based View theory put forward by experts in strategic management, as well as to describe the SWOT framework, especially those related to strengths and weaknesses by identifying what are the strengths and capabilities of the company and avoiding weaknesses for competitive advantage. and is expected to be able to describe the concept of Resource-Based View and analyze the development of Resource-Based View theory in strategic management, and analyze the internal environment from the point of view of strengths and weaknesses that will help the company to be able to take advantage of existing opportunities and be able to avoid possible threats. arise, and analyze the company's capabilities that will affect the final product which includes dynamic skills, capacities, and resources. The research method used is based on a historical approach and literature review from the opinions of experts who discuss the theory of Resource-Based Value, both physical and non-physical in relation to capabilities and competencies in creating superior competitiveness, with the main study based on the opinion of strategic management experts. Mahoney Joseph T, J. Rajendran Pandian, 1992. This paper will be directed to the analysis of various opinions of economists regarding the resource framework that will produce a capability, namely the skills that exist in each individual. competitive of a company
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Rianawati, Andri, Noviaty Kresna Darmasetiawan, Faizal Susilo Hadi, Joshua Oktavianus, and Carissa Avelinda Utama. "Enhancement of Indonesia’s blue economy sector through innovation and competitive advantage based on Resource-Based View theory." Problems and Perspectives in Management 22, no. 2 (May 3, 2024): 165–81. http://dx.doi.org/10.21511/ppm.22(2).2024.14.
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Indonesia’s blue economy holds immense potential due to the marine ecosystem and maritime area, encompassing the marine fisheries sector, marine tourism, and fisheries influencing the market. Despite this significant potential, these resources have not been optimally utilized to boost economic growth. Therefore, this study aims to investigate the competitive advantage of the Blue Economy sector by enhancing the outcomes of the tourism, processing, and sales of fisheries in Indonesia through the Resource-Based View (RBV) theory. The Resource-Based View theory explains the formulation and creation of competitive advantages by utilizing tangible and intangible resources such as innovation, strategy, capability, and culture. This study employs a quantitative method through an online survey with a total of 319 respondents working in the Blue Economy sector, including fisheries, marine product sellers, and marine tourism. The analytical methodology uses Structural Equation Modeling (SEM) with SMART PLS to assess the determination of competitive advantage. The findings of this study show that capabilities, operational capabilities, response capabilities, technological capabilities, innovation culture, innovation strategy, and strategic alignment significantly influence competitive advantage. Moreover, the competitive advantage in the blue economy sector is most influenced by innovation strategy with a beta of 0.375. This suggests that enhancing innovation strategies can positively impact Indonesia’s fisheries industry, as evidenced by fisheries tourism being the largest tourism sector in Indonesia, competing with international tourism. Additionally, Indonesia’s fisheries sector is a major contributor to exports. Acknowledgment The authors would like to thank all the stakeholders, including entrepreneurs, government officials, and academics, for their willingness to provide in-depth information on maritime matters in North Sulawesi and other assistance essential for the success of this study.
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I, Made Wianto Putra I. Gusti Bagus Wiksuana Ni Luh Putu Wiagustini Ida Bagus Panji Sedana. "Predictors Of Financial Decisions And Financial Performance Based Resource Based View Theory." Multicultural Education 7, no. 5 (May 17, 2021): 205. https://doi.org/10.5281/zenodo.4768009.
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<em>RBVT explains that companies that use their own special resources can achieve the competition. The product market is very attractive equipment (assets) and they can easily be financially, as well as assets to gain competitive advantage. Innovation is of paramount importance affecting corporate and advertising processes, especially in association systems and industrialization programs. Innovation helps the team to help groups to improve their products more effectively, and customers increase in return. Permanent winnings are a special means of enhancing financial work so that it can gain a competitive advantage. Traditional traditions, innovations, and companies offering plans need funding to improve your financial work.</em>
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Arend, Richard J., and Moren Lévesque. "Is the Resource-Based View a Practical Organizational Theory?" Organization Science 21, no. 4 (August 2010): 913–30. http://dx.doi.org/10.1287/orsc.1090.0484.
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Das, T. K., and Bing-Sheng Teng. "A Resource-Based Theory of Strategic Alliances." Journal of Management 26, no. 1 (February 2000): 31–61. http://dx.doi.org/10.1177/014920630002600105.
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The resource-based view of the firm has not been systematically applied to strategic alliances. By examining the role of firm resources in strategic alliances, we attempt, in this paper, to put forward a general resource-based theory of strategic alliances, synthesizing the various findings in the literature on alliances from a resource-based view. The proposed theory covers four major aspects of strategic alliances: rationale, formation, structural preferences, and performance. The resource-based view suggests that the rationale for alliances is the value-creation potential of firm resources that are pooled together. We note that certain resource characteristics, such as imperfect mobility, imitability, and substitutability, promise accentuated value-creation, and thus facilitate alliance formation. We discuss how the resource profiles of partner firms would determine their structural preferences in terms of four major categories of alliances: equity joint ventures, minority equity alliances, bilateral contract-based alliances, and unilateral contract-based alliances. As part of the theory, we propose a typology of inter-partner resource alignment based on the two dimensions of resource similarity and resource utilization, yielding four types of alignment: supplementary, surplus, complementary, and wasteful. We also discuss how partner resource alignment directly affects collective strengths and inter-firm conflicts in alliances, which in turn contribute to alliance performance. Finally, we develop a number of propositions to facilitate empirical testing of the theoretical framework, suggest ways to carry out this testing, indicate future research directions, and list some of the more significant managerial implications of the framework.
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Vasudevan, Hemaloshinee. "RESOURCE-BASED VIEW THEORY APPLICATION ON THE EDUCATIONAL SERVICE QUALITY." International Journal of Engineering Applied Sciences and Technology 6, no. 6 (October 1, 2021): 174–86. http://dx.doi.org/10.33564/ijeast.2021.v06i06.026.
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Background and Objectives: The purpose of this study is to review the resource-based view theory on service quality that contribute to and expand internal resources and services of high quality. Several empirical studies have examined how to apply resource-based view theory to exploiting opportunities in higher education. With the help of this resource-based view theory, urban higher education can apply how to obtain and mobilize additional resources or use existing resources more efficiently and effectively to increase the productivity of existing resources to improve the quality of education services. Perhaps providing high-quality service based views are hampered by a lack of resources for urban education institutions and new ventures, and for them to survive, the resource constraints should address effectively. The issue in this paper is how the RBV theory or concept is to be studied in urban higher education so that researchers and organizations can benefit from this perspective. Methodology: The RBV framework was used to delimit the review so that the research method used in this paper is an empirical approach through a study of journals and supporting journals related to the topic under study. This paper evaluated and reviewed several empirical studies in terms of methodology and strategy that used to apply and implement the resourcebased view theory to improve the service based view quality of students' retention. Many articles indicated quantitative methods as the method strategy, but restrictions showed qualitative and mixed methods that should be concerned in future research. Findings: This article's literature search aimed at obtaining a usable sample of recently published papers to provide a sense of the conceptual gaps, knowledge gaps, methodological gaps and problem gaps in several resource-based (RBV) industries, but lesser are using in education. The dynamics and heterogeneity in this field of science encourage university researchers to develop and strengthen RBV theory. With this development, the concepts and theories of management are expected to be useful for academics. Recommendation & Limitation: On the critical reviews above, specific recommendations may in future serve as the key to enriching resource-based views. In this article, mixed and qualitative methods should be used to obtain accurate results. Additional attention should be paid to future research into higher education institutional resources, and integrate tangible and intangible resources into organizational capacity. Conclusion & Contribution: Resource-based view theory appears to have the capability to leverage resources and create more opportunities with fewer funds when applied to urban systems. One of the biggest contributions of this article is the direct strategy of scholars towards empirical studies and finding of resources as an essential antecedent to service quality and end to educational performance.
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Bennett, C. H. "A resource-based view of quantum information." Quantum Information and Computation 4, no. 6&7 (December 2004): 460–66. http://dx.doi.org/10.26421/qic4.6-7-5.
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We survey progress in understanding quantum information in terms of equivalences, reducibilities, and asymptotically achievable rates for transformations among nonlocal resources such as classical communication, entanglement, and particular quantum states or channels. In some areas, eg source coding, there are straightforward parallels to classical information theory; in others eg entanglement-assisted communication, new effects and tradeoffs appear that are beginning to be fairly well understood, or the remaining uncertainty has become focussed on a few simple open questions, such as conjectured additivity of the Holevo capacity. In still other areas, e.g. the role of the back communication and the classification of tripartite entanglement, much remains unknown, and it appears unlikely that an adequate description exists in terms of a finite number of resources.
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Made Ayu Novitarini, Ni, and I. Putu Sudana. "Resource-Based View and Corporate Sustainability Performance." Dinasti International Journal of Education Management And Social Science 6, no. 2 (December 19, 2024): 1198–212. https://doi.org/10.38035/dijemss.v6i2.3731.
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Corporate Sustainability Performance (CSP) can be defined as a long-term competitive advantage owned by the company in obtaining the company's economic benefits by considering its environmental and social impacts without compromising the needs of the company's stakeholders. The low sustainability performance of companies in Indonesia is caused by a lack of understanding of the importance and benefits of sustainability practices, companies often view costs incurred due to environmental concerns as a reduction in income, limitations on resources (financial and labor), and lack of transparency in reporting due to shortcomings in the consistency of regulatory implementation. This study uses the concept of Resource-Based Theory (RBT) in analyzing and exploring how companies can utilize the resources they have to improve their corporate sustainability performance. The purpose of this study is to determine the effect of company size and intellectual capital on corporate sustainability performance. This research was conducted on manufacturing companies in the consumer goods industry sector listed on the Indonesia Stock Exchange (IDX) for the 2019-2023 period. The sampling method used was a non-probability sampling method with purposive sampling technique and 202 observations were obtained. The data collection method uses documentation techniques. The results showed that company size has a significant positive effect on the company's sustainability performance, while intellectual capital has no significant effect on the company's sustainability performance. The implications of this study indicate that in line with the application of resource-based theory, where large companies are better able to implement good sustainability performance strategies. This research provides input and consideration to the company, regulators (government), and investors in paying attention to the company's sustainability performance by looking at the potential internal resources owned by the company. Future research is expected to use other indicators or measurement models to measure company size and intellectual capital, this aims to be comparable to the results of further research.
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Medeiros Júnior, Josué Vitor, Miguel Eduardo Moreno Añez, Isabella Francisca Freitas Gouveia de Vasconcelos, and Fernando Porfírio Soares De Oliveira. "DYNAMIC RESOURCE BASED-VIEW: CONTRIBUITIONS OF THE SYSTEM DYNAMICS (DS) FOR THE RESOURCE BASED VIEW THEORY (VBR) DOI: 10.5585/riae.v8i1.1628." Revista Ibero-Americana de Estratégia 8, no. 1 (September 18, 2009): 122–38. http://dx.doi.org/10.5585/ijsm.v8i1.1628.
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This work aims to evaluate the conceptual contributions from the area of System Dynamics (SD) to the Resource Based-View (RBV) Theory, a field of study in the Strategy area. With that aim in mind, a literature review of the Strategy field in the latest years was carried out and the contributions that SD can offer in this context were analyzed. Specifically, the strategic architecture proposed by Warren (2002) is presented: it employs the two concepts to make the analysis of dependencies between resources and their dynamic impacts on organizational performance possible. As a result, it was observed that some aspects that are not addressed by the RBV theory can receive important contributions from SD, such as the opportunity to build strategic models that permit simulation, making the analysis of the interdependence between tangible and intangible resources possible, considering not only the performance of the company at a point in time, but its temporal trajectory and dynamics. This work, therefore, proposes to extend the studies on the applications of its results in the Strategy teaching area, through the use of educational simulators which are based on those two
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Freeman, R. Edward, Sergiy D. Dmytriyev, and Robert A. Phillips. "Stakeholder Theory and the Resource-Based View of the Firm." Journal of Management 47, no. 7 (March 26, 2021): 1757–70. http://dx.doi.org/10.1177/0149206321993576.
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We start this article with the exploration of similarities between the resource-based view of the firm (RBV) and stakeholder theory at the time of their origination and then proceed with the conversation on what led to distinct developmental trajectories of the two theories. Though RBV has become a leading paradigm in the strategic management field, we argue that in its current form, RBV is yet incomplete. We suggest there are four aspects that stakeholder theory can offer to inform RBV: normativity, sustainability, people, and cooperation. Reconciling stakeholder theory and RBV is a promising path to advancing our understanding of management, and we provide a two-part guideline to management scholars and practitioners who would be willing to take this path.
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Agus Zainul Arifin, Raymond Dionysus,. "Strategic Orientation on Performance: The Resource Based View Theory Approach." Jurnal Akuntansi 24, no. 1 (June 24, 2020): 131. http://dx.doi.org/10.24912/ja.v24i1.661.
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This study aims to verify of the relationship between Entrepreneurship Orientation and Market Orientation to Small and Medium Enterprise (SME) Performance, using the Resource Based View (RBV) theory approach. The research object used was SME entrepreneurs in DKI Jakarta. This research uses a quantitative research design. The data used in this research consists of primary data and collected through Google Forms, which are distributed online. The amount of data collected was 190 samples. The collected data will be analyzed using SEM-PLS Version 3.3.2. Statistical analysis test the outer and inner models. The results obtained indicate that Entrepreneurship Orientation plays a role in SME Performance, and Market Orientation does not affect SME Performance. The implication of this research shows that the Resource Based View theory is right to explain the relationship between Entrepreneurial Orientation and SME Performance because SME performance will be better if it has Entrepreneurial Orientation.
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Perez, R. G., H. Joseph Wen, and Pruthikrai Mahatanankoon. "Systems development project team management: a resource-based view." Human Systems Management 23, no. 3 (August 15, 2004): 169–77. http://dx.doi.org/10.3233/hsm-2004-23303.
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This paper presents a resources-based theory perspective of managing a SAP project team in order to realize a sustainable competitive advantage. Resource-based theory suggests that resources which are durable, not easily replicable, and imperfectly mobile can be effectively leveraged by the firm in order to achieve a sustainable competitive advantage over its competitors. The analysis which is presented in this paper suggests that the effective implementation of the SAP system by a firm requires not only an acquisition of a high level of technical expertise, but a change in organizational culture from one which rewards individual brilliance to one which encourages project teams. This will create an environment in which the success of any individual in his job is critically dependent on the skills possessed by the other team members. This will render the human component of the SAP resource imperfectly mobile and increase the capability of the firm to leverage this resource in order to achieve a sustainable competitive advantage.
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Mahoney, Joseph T. "A resource-based theory of sustainable rents." Journal of Management 27, no. 6 (December 2001): 651–60. http://dx.doi.org/10.1177/014920630102700603.
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This paper summarizes and comments on Conner (1991) that contributes to the strategic management area by providing an historical comparison of resource-based theory and five schools of thought within industrial organization economics. Conner (1991) argues that the fundamental distinction between resource-based theory and transaction costs theory is that resource-based theory focuses on the deployment and combination of specific inputs while transaction costs theory focuses on the avoidance of opportunism. I offer three responses to this claim. First, Conner’s distinction was not central to the resource-based literature at the time the article was published. Second, I raise concerns about building a resource-based theory of the firm that assumes away the problems of opportunistic behavior. Third, I offer an alternative view of the fundamental similarities and differences between resource-based theory and transaction costs theory.
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Barney, Jay B., David J. Ketchen, and Mike Wright. "Resource-Based Theory and the Value Creation Framework." Journal of Management 47, no. 7 (June 17, 2021): 1936–55. http://dx.doi.org/10.1177/01492063211021655.
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This article explains how viewing resource-based theory within Brandenburger and Stuart’s value creation framework adds clarity to the theory as a whole and to its essential elements including the definition of its dependent variables, its approach to value creation, and its approach to the appropriation of economic value. Building on this foundation, the article addresses several questions about resource-based theory: Is it a theory or a view? Is resource-based theory tautological? Is resource-based theory static? How important are stakeholders within resource-based theory? Does resource-based theory constitute a theory of the firm? Does resource-based theory acknowledge industry structure’s role in explaining firm performance? Does resource-based theory incorporate uncertainty? Does resource-based theory have strong managerial implications? In accomplishing these tasks, the article sets the stage for the further evolution and application of resource-based theory.
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Beamish, Paul W., and Dwarka Chakravarty. "Using the Resource-Based View in Multinational Enterprise Research." Journal of Management 47, no. 7 (March 9, 2021): 1861–77. http://dx.doi.org/10.1177/0149206321995575.
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The resource-based view (RBV) has evolved into a preeminent theory of strategic management. It is widely used by international business (IB) scholars since there is considerable synergy in core research questions pursued by IB and strategy researchers. However, in research on multinational enterprise (MNE) behavior, the use of RBV remains limited relative to other influential perspectives, such as the eclectic paradigm, the Uppsala model, and institutional theory. This is not surprising since the RBV was developed to explain performance differentials between country-centric firms with dominant product businesses rather than large MNEs with an expansive product-geographic scope. We describe how these limitations arise from the wider range of outcomes and explanatory variables, multiple levels of analysis, and the spatial, economic, and institutional barriers that are relevant to MNEs. We discuss the application of RBV to MNE research by the first author and other IB scholars. We then provide directions on how future research could use RBV more fruitfully to examine MNE performance and sources of competitive advantage in several areas. These include diversified corporations, subsidiary agglomeration, emerging market MNE internationalization, subsidiary autonomy, international joint ventures and alliances, and corporate social responsibility. Drawing upon teaching case examples from the first author’s work, we also point to the effectiveness of RBV in teaching with business cases, given its focus on firm performance (strategy).
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Lockett, Andy, and Steve Thompson. "Through the Looking Glass: Contestability Theory and the Resource-Based View." Journal of Management Inquiry 19, no. 2 (March 22, 2010): 98–108. http://dx.doi.org/10.1177/1056492609353086.
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Willie, Michael. "Leveraging Digital Resources: A Resource-Based View Perspective." Golden Ratio of Human Resource Management 5, no. 1 (October 28, 2024): 01–14. http://dx.doi.org/10.52970/grhrm.v5i1.415.
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In today's rapidly evolving digital landscape, organisations are challenged to strategically deploy digital resources to secure competitive advantage. Drawing upon the Resource-Based View (RBV) theory, this paper explores the intricate interplay between digital resources and organisational success. Through thematic analysis of empirical literature, the study delves into key facets such as data utilisation, digital platforms, technological capabilities, talent management, agility, and strategic partnerships. Methodologically, qualitative research techniques, notably thematic analysis, are employed to synthesise existing research findings. The study uncovered that human capital is pivotal in propelling digital transformation and fostering innovation. Organisational success in the digital era relies on implementing effective methods for managing digital talent, including recruiting, training, and keeping workers with digital competence. The study also highlights the strategic significance of digital resource utilisation within the RBV framework. Finally, the paper presents practical implications for organisational leaders seeking to harness digital resources effectively to achieve sustainable competitive advantage in the digital era. Findings underscore the strategic importance of digital resource utilisation in enhancing organisational competitiveness and driving long-term growth. The study contributes to understanding how organisations can optimally leverage digital resources within the RBV framework.
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Colbert, Barry A. "The Complex Resource-Based View: Implications for Theory and Practice in Strategic Human Resource Management." Academy of Management Review 29, no. 3 (July 1, 2004): 341. http://dx.doi.org/10.2307/20159047.
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Colbert, Barry A. "The Complex Resource-Based View: Implications for Theory and Practice in Strategic Human Resource Management." Academy of Management Review 29, no. 3 (July 2004): 341–58. http://dx.doi.org/10.5465/amr.2004.13670987.
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Muñoz-Pascual, Lucía, and Jesús Galende. "Sustainable Human Resource Management and Organisational Performance: An Integrating Theoretical Framework for Future Research." Small Business International Review 4, no. 2 (September 15, 2020): e281. http://dx.doi.org/10.26784/sbir.v4i2.281.
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This paper identifies and analyses six relevant approaches for the analysis of Sustainable Human Resource Management and Organizational Performance: Resource-Based View, Dynamic Capabilities View, Knowledge-Based View, Behavioral Theory, Human Relations Theory, and Cooperative Systems and Ambidextrous Organizations. They are complementarity approaches. They can all be applied to the analysis of a specific resource or capability for sustainable human resource management (HRM) and, consequently, organisational performance. However, the contributions made by the Resource-Based View and the new approach of Ambidextrous Organizations seem to be the most comprehensive approaches for studying sustainable HRM from an internal perspective of firms that allows the long-term development of their organizational and society performance.
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Sugiono, Arif. "RESOURCE BASED VIEW DALAM KERANGKA MODEL STRATEGIC MANAGEMENT." AdBispreneur 3, no. 3 (February 11, 2019): 195. http://dx.doi.org/10.24198/adbispreneur.v3i3.19226.
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This research aims to break down the scientific roots of the resource based view within the framework of the strategic management model, which is at the first element in the strategic management model, namely environmental scanning. To answer these objectives, a literature review method is used. The results of the study show that the strategic management model was born from a modern approach in the evolution of the development of organizational theory. As a consequence, the strategic management model must place a balance between internal strength / resource based view and the external environment / market based view in designing the strategy. While the resource based view, was born from several basic concepts developed from classical economists. Further theoretical and empirical studies of the critical review of the strategic management model are needed in the midst of increasingly disruptive environmental dynamics.Studi ini bertujuan ingin mengurai akar keilmuan dari resource based view dalam kerangka model strategic management, yang berada pada elemen pertama dalam model strategic management, yakni environmental scanning. Untuk menjawab tujuan tersebut, digunakan metode kajian pustaka. Hasil kajian menunjukkan, model strategic management lahir dari pendekatan modern dalam evolusi perkembangan teori organisasi. Sebagai konsekwensinya, model strategic management harus menempatkan keseimbangan antara kekuatan internal/resource based view dan eksternal/ market based view dari organisasi dalam mendesain strategi. Sedangkan resource based view, lahir dari beberapa konsep dasar yang dikembangkan dari para pemikir ekonom klasik. Diperlukan kajian lanjutan yang bersifat teoritis dan empiris tentang tinjauan kritis model strategic management ditengah dinamika lingkungan yang semakin disruptif.
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Arbab Kash, Bita, Aaron Spaulding, Larry D. Gamm, and Christopher E. Johnson. "Healthcare strategic management and the resource based view." Journal of Strategy and Management 7, no. 3 (August 12, 2014): 251–64. http://dx.doi.org/10.1108/jsma-06-2013-0040.
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Purpose – The purpose of this paper is to examine how two large health systems formulate and implement strategy with a specific focus on differences and similarities in the nature of strategic initiatives across systems. The aim is to gain a better understanding of the role of resource dependency theory (RDT) and resource based view (RBV) in healthcare strategic management. Design/methodology/approach – A comparative case study design is used to describe, categorize and compare strategic change initiatives within a children's health and a multi-hospital system located in two competitive metropolitan markets. A total of 61 in-person semi-structured interviews with healthcare administrators were conducted during 2009. Summary statistics and qualitative content analysis were employed to examine strategic initiatives. Findings – The two health systems have as their top initiatives very similar pursuits, thus indicating that both utilize an externally oriented RDT method of strategy formulation. The relevance of the RBV becomes apparent during resource deployment for strategy implementation. The process of healthcare strategic decision-making incorporates RDT and RBV as separate and compatible activities that are sequential. Research limitations/implications – Results from this comparative case study are based on only two health systems. Further, the RBV perspective only takes managerial resources and time into consideration. Practical implications – Given that external resources are likely to become more constrained, it is important that hospitals leverage relevant internal resources, in the identification of competitive advantages and effective execution of strategic initiatives. Originality/value – The author propose a refined healthcare strategic management framework that takes both RDT and RBV into consideration by systematically linking strategy formulation with deployment of resources.
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McGahan, Anita M. "Integrating Insights From the Resource-Based View of the Firm Into the New Stakeholder Theory." Journal of Management 47, no. 7 (January 25, 2021): 1734–56. http://dx.doi.org/10.1177/0149206320987282.
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A powerful new stakeholder theory (NST) of strategic management is emerging. The theory, which is yet incomplete, offers novel and precise tools for understanding stakeholder involvement in organizations. This article identifies open questions in the NST in five areas (organizational formation, resource development, claims on value, governance, and performance) and suggests ways in which insights from the resource-based view of the firm advance answers to these questions. The conclusion emphasizes that because stakeholders bind resources to organizations, neither the resource-based view nor the new stakeholder view is complete without the other.
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Lubis, Nurul Wardani. "Resource Based View (RBV) in Improving Company Strategic Capacity." Research Horizon 2, no. 6 (December 22, 2022): 587–96. http://dx.doi.org/10.54518/rh.2.6.2022.587-596.
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The growth of the industrial sector that continues to grow requires companies to have high competitiveness capabilities. Companies in order to survive in intensive competition and remain competitive with other companies are required to be able to innovate. One internal approach that can be used to create competitive advantage is to use a Resource Based View (RBV). This Resource Based View (RBV) method examines a company's assets, expertise, capabilities, and intangible assets, including the internal resources of the company, and determines its strategic advantage. The Resource Based View (RBV) approach highlights a company's capabilities and resources that are unique to that company and adds significant value for the company. Using the Resource Based View (RBV) theory which focuses on the resources owned by the company and its capabilities can provide an appropriate theoretical perspective for examining how internal factors can become resources to generate competitive advantage to increase the company's strategic capacity. Establishing a framework with a Resource Based View (RBV) approach for companies is expected to provide the right framework to have high competitiveness for companies originating from the management and use of company capacities and resources.
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Dwi, Dita Rari. "STABILITAS BANK: SEBUAH PENGUJIAN BERDASARKAN TEORI RESOURCE BASED VIEW." JURNAL ILMU MANAJEMEN DAN BISNIS 10, no. 2 (September 1, 2019): 187–96. http://dx.doi.org/10.17509/jimb.v10i2.19193.
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This study aims to examine banking service technology and intellectual capital to the stability of the bank. The results of panel data regression analysis on 81 commercial banks in Indonesia with observations in 2013 - 2015 obtained from the results of financial service technology and intellectual capital have a significant effect on the stability of commercial banks in Indonesia. Likewise, with each component of intellectual capital consisting of VAHU, STVA has a significant effect on bank stability in a positive direction, while VACA has an influence on bank stability in a negative direction. Both analyzes show that financial service technology and intellectual capital both calculated with VAIC and each component of VAIC show no difference in effect on bank stability. The findings of this study strengthen the RBV theory where tangible resources and intangible resources are the main capital that must be owned by the company in order to achieve competitive advantage in the era of industrial development 4.0.
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Della Corte, Valentina, and Mauro Sciarelli. "Relational knowledge and governance choices: A view within resource-based theory perspective." Corporate Ownership and Control 9, no. 1 (2011): 392–404. http://dx.doi.org/10.22495/cocv9i1c3art3.
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The paper is a theoretical paper, focused on the analysis of the intangible and cognitive content of inter-firm relationships, according to Knowledge Based View (Kogut and Zander, 1992; Foss, 1993, 1996; Nonaka, 1994; Grant, 1996, Teece, 1998). In particular, the issue is examined taking into account two main approaches on learning and knowledge creation: the exploration/exploitation model (March, 1991) and the model based on the concept of absorptive capacity (Cohen and Levinthal, 1990). These approaches are analyzed critically, with specific reference to inter-firm collaboration, taking into account also contributions within the so called Relational View (Gulati, 1998; Dyer and Singh, 1998; Kale and Singh, 1999, 2007; Kale, Dyer and Singh, 2002), according to which the social aspect of the relationship between the firm and its external environment is a central question. The basic assumption is that external relationships can generate knowledge and competences that are potentially able to generate relational rents (Dyer and Singh, 1998), important not only for the single firm but also for the whole aggregate (alliance, rather than network) it belongs to. Then a systemic logic comes out, according to which partners interact, exchange knowledge and resources, through different governance models, in order to reduce relational costs and gain the most intense synergic effects. The problem is, however, that such a profitable collaboration does not seem to be so widespread and in some cases networks fail because of the lack of coordination mechanisms. From this point of view, a governance entity can be necessary or at least appropriate (Kale, Dyer and Singh, 2002). Therefore, the aim of the paper is to verify: the role of relational knowledge within and between networks, in order to gain sustainable competitive advantage. In this direction, also the relationship between knowledge view and resource-based theory is analyzed, considering the former to complete and enrich the latter; if governance choices regarding relational knowledge can be themselves sources of competitive advantage.
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Jugdev, Kam, and Gita Mathur. "Bridging situated learning theory to the resource‐based view of project management." International Journal of Managing Projects in Business 6, no. 4 (September 6, 2013): 633–53. http://dx.doi.org/10.1108/ijmpb-04-2012-0012.
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Cruz, Antonio Miguel, and Gregory L. Haugan. "Determinants of maintenance performance: A resource-based view and agency theory approach." Journal of Engineering and Technology Management 51 (January 2019): 33–47. http://dx.doi.org/10.1016/j.jengtecman.2019.03.001.
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Frączkiewicz-Wronka, Aldona, and Karolina Szymaniec. "Resource based view and resource dependence theory in decision making process of public organisation - research fi ndings." Management 16, no. 2 (December 1, 2012): 16–29. http://dx.doi.org/10.2478/v10286-012-0052-2.
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AbstractResource based view and resource dependence theory in decision making process of public organisation - research findings One of the premises which build relationships between stakeholder and a public organisation are stakeholder’s resources which public organisation would like to possess and use. The other one is configuration of resources possessed by the public organisation that should allow the unit in question to realize stakeholder’s expectations.Above observations lead scientific inquiries to the two management theories - resource-based view (RBV) and resource dependence theory (RDT). The first one is orientated at resources owned by the organisation, the second one is orientated at the resources obtained from environment. The objective of this article is identification which orientation, RBV or RDT, dominates in decision making process in public organisations.
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Abazi, Blerton. "An approach to Information Security for SMEs based on the Resource-Based View theory." International Journal of Business & Technology 6, no. 3 (May 1, 2018): 1–5. http://dx.doi.org/10.33107/ijbte.2018.6.3.06.
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The main focus of this proposal is to analyze implementation challenges, benefits and requirements in implementation of Information Systems and managing information security in small and medium size companies in Western Balkans countries. In relation to the study, the proposal will focus in the following questions to investigate: What are the benefits that companies mostly find after the implementation of Information Systems has been implemented, efficiency, how to they manage security of the information’s, competitive advantage, return of investments etc. The study should give a clear approach to Information Systems implementation, information security, maintenance, measurable benefits, challenges companies have gone through and a model how to approach Information Systems as a general guide utilizing best practices by the companies that are also supported by the available literature review. A very important place on the research will have also the Information security threats, security management measures and proposed alternatives for organizations to network vulnerabilities from malicious attacks. Since there are several security management frameworks which encompasses also the security management models, my research could be starting with an analyze of the security management, current situation and will end with a proposal for the new approach to information security.
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Fuzinatto, Naiane Modri, and Silvio Santos Junior. "Urban farming as competitive resource in food services: an evaluation through the resource-based view theory." Turismo - Visão e Ação 22, no. 1 (May 21, 2020): 02. http://dx.doi.org/10.14210/rtva.v22n1.p02-23.
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Este artigo apresenta um estudo acerca da inserção da agricultura urbana (AU) como recurso competitivo para restaurantes. A população mundial tem se tornado cada vez mais urbana e apresenta crescente preocupação com a qualidade dos alimentos que consome. Assim, proprietários e chefs de restaurantes têm buscado adquirir alimentos cultivados localmente ou mesmo cultivá-los em seus estabelecimentos, de forma a garantir um alimento mais fresco e de alto teor nutritivo. Com base neste contexto, objetiva-se avaliar a influência da agricultura urbana na competitividade de um restaurante que utiliza o cultivo urbano de alimentos como um dos elementos de destaque em seus serviços. Esta pesquisa consiste em um estudo de caso qualitativo e descritivo. O caso investigado é o de um restaurante localizado na região metropolitana de Porto Alegre, estado do Rio Grande do Sul, Brasil, que introduziu a prática da AU em suas dependências. Os dados foram obtidos por meio de pesquisa documental, entrevistas semiestruturadas e observação direta, e foram analisados por categorização das informações e triangulação de dados para posteriormente serem avaliados por meio do modelo VRIO. Os resultados apontam para o desenvolvimento de uma vantagem competitiva por meio da AU quando combinada a elementos conceituais e tecnológicos.
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A, Asikhia, Osinowo O, and Kassim S. K. "Integrating Just in Time Theory, Resource Based View Theory, and Rational Choice Theory in Enhancing Managements’ Efficiency." South Asian Research Journal of Business and Management 3, no. 1 (February 19, 2021): 14–22. http://dx.doi.org/10.36346/sarjbm.2021.v03i01.002.
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Chun, Douglas. "Exploring connections: aspiration levels, culture and the resource based view." Journal of Strategy and Management 9, no. 2 (May 16, 2016): 202–15. http://dx.doi.org/10.1108/jsma-01-2015-0002.
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Purpose – The purpose of this paper is to consider the linkages between two theories of firm performance, aspiration theory and the resource-based view (RBV), possible ways in which these theories may interact, and how the culture from which the firm originated can be a factor in how the firm may react to Schumpeterian shock issues suggested in RBV of the firm. Design/methodology/approach – This paper takes a theoretical approach. Findings – Firms generally look to firms sharing their own cultural backgrounds when selecting similar others. However when the environment is no longer beneficial to firms sharing these goals and objectives, the focal firm may consider firms from other cultural backgrounds when forming aspiration levels. Research limitations/implications – Empirical studies would be necessary to verify these finding: do firms show a preference to firms from their own cultural backgrounds when choosing firms to serve as reference groups for goals and objectives? Would Schumpeterian Shocks cause firms to seek other firms outside of their own culture to set new goals and objectives? Practical implications – Firms should be aware of their own possible biases when deciding which firms to base its goals and objectives on, and widen the cultural scope of their competitive views to include firms from other cultural backgrounds, diversifying their repertoire of strategies and improving the survivability of the organization. Originality/value – The combination of different managerial theories is not common in management literature, and the author was unable to find an article combining the RBV, Aspiration Theory and cultural theories. If management theories are valid, then it is important to understand the relationships between these theories.
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Chapman, Elizabeth F., Faye A. Sisk, Jeff Schatten, and Edward W. Miles. "Human resource development and human resource management levers for sustained competitive advantage: Combining isomorphism and differentiation." Journal of Management & Organization 24, no. 4 (October 3, 2016): 533–50. http://dx.doi.org/10.1017/jmo.2016.37.
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AbstractNumerous studies have investigated human resources as a source of sustained competitive advantage, indicating that the high-performance work systems created by certain human resource development and human resource management practices lead to greater firm performance. Though the mechanism by which this link exists remains a ‘black box,’ substantial evidence shows organizations benefit by adopting the human resource development and human resource management practices that lead to high-performance work systems. We discuss two divergent perspectives, institutional theory and resource-based view, and their impact on high-performance work systems. We argue that organizations adhering to tenets of institutional theory experience isomorphism in certain human resource development and human resource management practices, whereas resource-based view attributes create ways that firms differentiate their practices. We posit that to be competitive firms must balance the push–pull effect of institutional pressure with that of resource-based view differentiation.
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Nagano, Hiroko. "The growth of knowledge through the resource-based view." Management Decision 58, no. 1 (January 13, 2020): 98–111. http://dx.doi.org/10.1108/md-11-2016-0798.
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Purpose The resource-based view (RBV) has not previously been conceptualized as a theoretical framework encompassing metaphysical and empirical perspectives. The purpose of this paper is to logically analyze the evolutionary process of the RBV, triggered by “rigidity.” It attempts to clarify the significance and limitations of the RBV. Design/methodology/approach Based on Popper’s methodological model of the growth of knowledge, the study analyzed and evaluated the evolution of the RBV. Findings The RBV has evolved in three phases. The sub-problems have changed through empirical testing on the basis of one metaphysical problem and one metaphysical theory. Thus, the evolution may indicate progress within one framework. However, during phase 3, the ambiguity of concept may inhibit the growth of knowledge. For further progress, it is necessary to overcome the vulnerability of the RBV’s metaphysical statements. Research limitations/implications This paper shows the possibility of the growth of knowledge within the RBV framework and for a new framework to emerge due to its limitations. It should contribute both theoretically and practically to the field of strategic management. Originality/value Popper’s model was used to examine a previously neglected topic, namely, the growth of knowledge in the evolution of the RBV. Moreover, considering “rigidity” as corresponding to a process of error elimination is a novel approach, clearly revealing the dynamism of the RBV’s evolution.
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Huang, Yong Cong, Man Li Huang, and Xiao Mei Chen. "Control and Ownership Decision in Technology Sourcing Cross-Border M&A on the Resource-Based View and Institution-Based View." Applied Mechanics and Materials 411-414 (September 2013): 2583–88. http://dx.doi.org/10.4028/www.scientific.net/amm.411-414.2583.
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Chinese companies have actively expanded overseas. However, more and more companies, such as TCL, have found that technology sourcing cross-border M&A cost too much to threaten their survival, rather than achieving their goals. From reviewing previous literatures, we found that control, not the ownership, is the critical determinant. Control is the result of the bargaining power between the acquirer and the target company. Drawing on resources-based view, transaction cost theory and institutions theory, this paper reviews the influencing factors of bargaining power in the control and ownership, and proposes a model of control and ownership for Chinese enterprises technology sourcing cross-border M&A.
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Babelytė-Labanauskė, Kristina. "Re-exploring Seminal Works on Resource-Based View and Resource Dependence Theory: The Case of Entrepreneurial Research Organization." Management of Organizations: Systematic Research 87, no. 1 (June 1, 2022): 21–42. http://dx.doi.org/10.2478/mosr-2022-0002.
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Abstract A core idea to strategic management is resource management, differentiating between an inward resource perspective and an outward resource view. Historically, this was the front line in interpreting organizational resources for the formation and execution of strategy. However, this paper questions whether this dichotomy is still an appropriate approach to conceptualize resource management. By reviewing the seminal works that formed the resource-based view (RBV) and resource dependence theory (RDT), possibilities for cross-fertilization can be indicated. Specifically, this paper re-examines Edith Penrose’s pioneering work “The Theory of the Growth of the Firm” (1959) and Jeffrey Pfeffer and Gerald R. Salancik’s book “The External Control of Organizations” (1978) for complementarities. By integrating the ideas of resources as well as entrepreneurship and framing them within the context of entrepreneurial research organizations, a novel, yet analytical space for synthesis of RBV and RDT is presented.
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Foss, Nicolai J., and Ibuki Ishikawa. "Towards a Dynamic Resource-based View: Insights from Austrian Capital and Entrepreneurship Theory." Organization Studies 28, no. 5 (May 2007): 749–72. http://dx.doi.org/10.1177/0170840607072546.
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Over the last two decades, the resource-based view (RBV) has become dominant in the strategic management field. It has often been observed that the RBV is lacking in the dynamic dimension. For example, processes of building competitive advantages by means of combining existing complementary resources in novel ways are not inquired into. We argue that the RBV may profitably draw on insights in entrepreneurship and capital theory, drawn from Austrian economists as well as Frank Knight, in order to strengthen its dynamic dimension. We link the RBV and Austrian ideas in the context of the theory of complex systems pioneered by Herbert Simon. We draw a number of implications for strategic management from this synthesis, notably into resource value and sustainability of competitive advantage.
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Farida, Bhanu Bt. Mohd Yousoof, and Jayaraman Kalaivani. "Integration of Knowledge Management in E-CRM: A Collaborative Study." Journal of Progressive Research in Social Sciences 9, no. 1 (June 8, 2019): 688–98. https://doi.org/10.5281/zenodo.3971603.
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The paper aims to present a collaborative study on Electronic Customer Relationship Management (eCRM) and Knowledge Management (KM) within four dimensions; technology, knowledge, customer and business based on Resource-based View Theory (RBV). With comprehensive knowledge about customer, SMEs organisations with web presence can provide more customised products and services to individual customers. Hence, the proposition of this paper is the success of e-CRM performance can be improved by interweaving knowledge management concept. This approach is based on four models of CRM, eCRM and KM which are within four dimensions which are technology, knowledge, customer and business based on Resource-based View Theory (RBV). The study identified that CRM Development Stages Model and Balance Scorecard Perspective of eCRM Model provides better fit to the four resource dimensions which in turn can develop a KM-based eCRM model. This paper concludes that eCRM system designed to support KM must be linked closely to the ideas that within the domain of eCRM which can be decentralized and contextualized.This research had only focused exclusively on conceptual and models of past researches; a comprehensive user study, extensive performance and scalability testing is left for future work.A key contribution of this paper is the four models of CRM, eCRM and KM which are analyzed with the four dimensions i.e. technology, knowledge, customer and business based on Resource-based View Theory (RBV).
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Conner, Kathleen R. "A Historical Comparison of Resource-Based Theory and Five Schools of Thought Within Industrial Organization Economics: Do We Have a New Theory of the Firm?" Journal of Management 17, no. 1 (March 1991): 121–54. http://dx.doi.org/10.1177/014920639101700109.
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A resource-based approach to strategic management focuses on costly-to-copy attributes of the firm as sources of economic rents and, therefore, as the fundamental drivers of performance and competitive advantage. Interest presently exists in whether explicit acknowledgement of the resource-based view may form the kernel of a unifying paradigm for strategy research. This article addresses the degree to which a resource-based view represents a fundamentally different approach from theories used in industrial organization (10) economics. The central thesis is that, put informal terms, the resource-based approach is reaching for a theory of the firm. To determine its distinctiveness in comparison to IO, therefore, an appropriate comparison is with other theories of the firm developed within that tradition. Section I summarizes and analyzes five theories that have been significant in the historical evolution of IO. These are neoclassical theory's perfect competition model, Bain-type IO, the Schumpeterian and Chicago responses, and transaction cost theory. The first part of Section II analyzes the resource-based approach in terms of similarities to and differencesfrom these IO-related theories. The conclusion is that resource-based theory both incorporates and rejects at least one major element from each of them; thus resource-based theory reflects a strong IO heritage, but at the same time incorporates fundamental differences from any one of these theories. The second part of Section II analyzes resource-based theory as a new theory of the firm.
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Ooi, Say Keat. "Integrating institutional theory and resource-based view in explaining corporate climate change disclosure." International Journal of Sustainable Strategic Management 9, no. 2 (2021): 104. http://dx.doi.org/10.1504/ijssm.2021.123198.
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Kiewitz, Christian, William R. Meek, and Carolin Palmer. "Entrepreneurial Stress: Implications of the Resource-Based View and Conservation of Resources Theory." Academy of Management Proceedings 2020, no. 1 (August 2020): 14058. http://dx.doi.org/10.5465/ambpp.2020.14058abstract.
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Sedera, Darshana, Sachithra Lokuge, Varun Grover, Suprateek Sarker, and Saonee Sarker. "Innovating with enterprise systems and digital platforms: A contingent resource-based theory view." Information & Management 53, no. 3 (April 2016): 366–79. http://dx.doi.org/10.1016/j.im.2016.01.001.
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Ozdemir, Sena, Juan Carlos Fernandez de Arroyabe, Vania Sena, and Suraksha Gupta. "Stakeholder diversity and collaborative innovation: Integrating the resource-based view with stakeholder theory." Journal of Business Research 164 (September 2023): 113955. http://dx.doi.org/10.1016/j.jbusres.2023.113955.
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Thoeni, Andrew T., Greg W. Marshall, and Stacy M. Campbell. "A resource-advantage theory typology of strategic segmentation." European Journal of Marketing 50, no. 12 (November 14, 2016): 2192–215. http://dx.doi.org/10.1108/ejm-08-2015-0585.
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Purpose The purpose of this paper is to define a typology of strategic segmentation accounting for antecedents (potentially conscious or subconscious) that influence marketing managers’ practice of strategic segmentation, thereby formulating a new theoretical basis to bridge the current theory–practice literature gap in strategic segmentation. Design/methodology/approach Based on the resource-advantage theory, this paper defines a typology of strategic segmentation that depicts how a firm’s access to imperfectly mobile resources relates to the marketing manager’s assumed heterogeneity of the market and to the manager’s approach to the market. Findings The authors postulate a typology of firms’ strategic segmentation and approach to the market that is heavily influenced, and potentially limited, by the firm’s available resources to effectively segment and address the market. Research limitations/implications The typology suggests that resource availability affects a manager’s view and approach to the market. Therefore, testing of this typology should be performed to provide an empirical basis for a taxonomical foundation of strategic segmentation. Empirical testing should examine whether: resource availability is directly related to managers’ views of market heterogeneity, resources are negatively correlated with market approach, market-based intelligence (customer needs) are linked to the market approach, and there is relationship between a firm’s position within the typology and its long-term performance. Practical implications This paper provides an understanding that a manager’s knowledge of resource availability may be strategically counter-productive when creating a strategic segmentation. This limitation may lead to short-run choices for segmentation and market approach. Managers should, therefore, consider their strategic goals both with and without limiting their view based on current resources. Originality/value This paper provides the first typology of strategic segmentation by considering theoretical foundations of business that could bridge the often-noted theory–practice gap of segmentation.
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Wijiharjono, Nuryadi. "Perkembangan manajemen strategik dalam perspektif teoretis dan analisis empiris." Jurnal Akuntansi 2 (February 1, 2013): 115–28. https://doi.org/10.5281/zenodo.3662224.
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The purpose of this article is to express the development of management strategic in a theoretical perspective and empirical analysis based on journal studies. Historically, strategic management was originally referred to as business policy(business policy). Based on empirical testing of the development of the theory strategy, resource-based theory (resource-based view) is a theory the most reliable in explaining the company's internal strengths.
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Wibisono, Kunto, and Fendy Suhariadi. "Cultivating Organizational Commitment among Outsourced Workers: A Resource-Based View Perspective." Journal of Ecohumanism 3, no. 7 (October 23, 2024): 2854–62. http://dx.doi.org/10.62754/joe.v3i7.4426.
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This study aims to identify and analyze the construction of organizational commitment among outsourced workers through the perspective of Resource-Based View (RBV) theory. Organizational commitment is employees’ orientation towards the company, linking one's identity with the organization. It is crucial due to its strong relationship with employee performance and turnover. This research employs a qualitative descriptive method with a case study approach, focusing on outsourced employees at PT. Mitra Karya Prima. Data were collected through semi-structured interviews and processed using qualitative data analysis techniques. The findings indicate that work environment, individual characteristics, and perceived organizational support (POS) are critical to forming individual commitment. These empirical findings are expected to contribute to developing a model for organizational commitment among outsourced employees and provide managerial insights for formulating policies to enhance field workers’ commitment to the company.
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Smart, Dennis L., and Richard A. Wolfe. "Examining Sustainable Competitive Advantage in Intercollegiate Athletics: A Resource-Based View." Journal of Sport Management 14, no. 2 (April 2000): 133–53. http://dx.doi.org/10.1123/jsm.14.2.133.
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This paper addresses the determinants of intercollegiate athletic program success. We built our arguments on a recent development in the strategic management literature, the Resource-Based View (RBV) of the firm. Our purpose was to investigate the source of sustainable intercollegiate athletic program success. In making our arguments, we briefly reviewed the RBV literature and addressed appropriate success criteria for intercollegiate athletics programs. An exploratory investigation of Pennsylvania State University's football program led to the conclusion that the resources responsible for its enduring competitive advantage are the history, relationships, trust, and organizational culture that have developed within the program's coaching staff. An organization that possesses such organizational resources may sustain a competitive advantage by exploiting its human and physical resources more completely than other organizations. The paper concludes with discussions of the potential generalizability of our findings, their implications for theory and practice, and suggested future research directions.